by D. Kevin Berchelmann | Jun 3, 2013 | Executive Improvement, Kevin Berchelmann
Some people want to place managers and leaders in nicely wrapped boxes with great big bows, and yet others talk about how vast the differences are between leaders and managers. But the truth is, figuring out if there is a difference between “managers” and “leaders” is largely an academic exercise. Even if there is a clear distinction that exists between leaders and managers, does it really matter?
A Distinction Between Managers and Leaders…If There Has to Be One
First of all, and for the sake of clarity, I agree with the idea that not all managers are effective leaders, but all effective leaders are at least competent managers. They have to be. Confused yet? Generally speaking, effective managers get things done and effective leaders get people together to unite behind a specific, believable vision to get those things done. (more…)
by D. Kevin Berchelmann | May 28, 2013 | Executive Improvement, Kevin Berchelmann
Walk into any modern bookstore, find the business section and look up on the shelves. It’s a pretty safe bet you’ll see more than a few books on leadership–charismatic, situational, you name it, it’s there. But when it comes to leadership for increasing revenue, there’s not much out there, and there should be. The key to effective leadership and ultimately success is based on making sure you have the right people surrounding you?
My focus on people isn’t to garner a “feel good” working environment, but to drive business success. I look to find how I can help organizations get to better places. I’m looking for real business achievement–increased revenue, retained earnings, ROI, these are the sorts of things I’m trying to help with. My argument is always that while there are several different ways to do it, the single most efficient way is through people. (more…)
by D. Kevin Berchelmann | May 13, 2013 | Executive Improvement, Kevin Berchelmann
Congruence is critical in business. In fact, when leadership isn’t aligned with goals, all kinds of things go wrong. But it’s not just business goals that need to be aligned, it’s the actions behind those goals that really matter. When your actions are incongruent with the bigger picture or the message, it’s no surprise to anyone when things aren’t getting done. So, what about your organization? Are you setting your business up for success or failure?
Avoid Sending Mixed Messages
Mixed messaging is everywhere in the modern organization, and it’s no wonder why people are confused. Organizations claim, “We want you to take risks” and “We want to empower you to do the right thing”, yet frequently when someone slips or makes a mistake, they get chastised, hammered or even fired. We do these incongruent things all the time without even recognizing it. We ask one thing, and then we penalize people for doing it. We say we want “this,” but then we don’t have the systems in place to support it. (more…)
by D. Kevin Berchelmann | Apr 23, 2013 | Executive Improvement, Kevin Berchelmann
When a business brings on a private equity group, whether it is to help them out of turmoil, cash out some owners, allow an exit from an earlier PE group or to continue to grow the company, one of the most important elements that often requires rethinking is the difference in leadership styles between the CEO and the private equity group. It can be a bit rough in discerning these differences and that’s expected. Not sure you understand the nuance? Here’s a quick tutorial. Take notes… (more…)
by D. Kevin Berchelmann | Apr 15, 2013 | Executive Improvement, Kevin Berchelmann
So the big guns are coming in– the private equity group, the new guys. Okay, what now? The process isn’t rocket science, but the devil is in the details for sure. As the CEO and fearless leader of your company, you have genuine concerns–there are two main areas to focus on:
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by D. Kevin Berchelmann | Apr 9, 2013 | Executive Improvement, Kevin Berchelmann
Listening, like any other skill, can be taught and learned. But when you’re dealing with senior leadership in powerful organizations, egos can get in the way. Ironically, we actually want our executives to have strong egos (note: I said strong, not big). The strong ego, driven by self-confidence and high self-esteem is actually what we look for and what is needed from leadership. So we have to make sure when we’re talking about developing listening and communication skills that we manage those skills within that ego framework. After all, we can’t help organizations succeed if we break down the ego, so instead, lets channel it and use it for good instead of evil. (more…)
